South East England South East England Chapter Chapter

First Chapter First Chapter Meeting of 2003Meeting of 2003

Bob WalkerBob Walker

South East England South East England Chapter PresidentChapter President

AgendaAgenda CRIMINAL JUSTICE INTEGRATION PROGRAMME CRIMINAL JUSTICE INTEGRATION PROGRAMME

Tracking & Controlling projects within a large programme environmentTracking & Controlling projects within a large programme environment

Colin Brown - Programme Manager for CJITColin Brown - Programme Manager for CJIT

Task Update Cycle – an In-depth ReviewTask Update Cycle – an In-depth ReviewDavid Hans - Pcubed David Hans - Pcubed

Collateral CornerCollateral CornerJo Handley - Jo Handley - Microsoft Account SE Project Specialist Microsoft Account SE Project Specialist

Tips and TricksTips and TricksBob Walker - President SEE MPUGBob Walker - President SEE MPUG

Question and Answer Session Question and Answer Session

Tracking & Controlling projectsTracking & Controlling projectswithin a large programme environmentwithin a large programme environment

CRIMINAL JUSTICE INTEGRATION CRIMINAL JUSTICE INTEGRATION PROGRAMMEPROGRAMME

Colin BrownColin Brown

11stst April 2003 April 2003

AgendaAgenda

1.1. CJIT Programme ContextCJIT Programme Context Overall ObjectivesOverall Objectives Scale, scope & complexity Scale, scope & complexity Key challengesKey challenges

2.2. Technology Solution Technology Solution Project 2002Project 2002 Project Web AccessProject Web Access CJIT Dashboard CJIT Dashboard

3.3. Summary & QuestionsSummary & Questions

Criminal Justice Integration Criminal Justice Integration ProgrammeProgramme

Government has three overarching Government has three overarching objectives:objectives:

1)1) Reduce crime and the fear of crimeReduce crime and the fear of crime

2)2) Ensure the effective delivery of justiceEnsure the effective delivery of justice

3)3) Deliver effective custodial & community Deliver effective custodial & community sentences to reduce re-offending and sentences to reduce re-offending and protect the public.protect the public.

CJIT Overview CJIT Overview Scale, Scope & ComplexityScale, Scope & Complexity

CJS Exchange

Secure Portal

Secure Web access

Role based access

Public Portal

Public Web access

User authenticationBudget £1.2 Billion Budget £1.2 Billion Business Change Business Change ProgrammeProgramme1.1. secure email between secure email between

CJS users by 2003; CJS users by 2003;

2.2. electronic exchange electronic exchange of case data by 2005; of case data by 2005;

3.3. case tracking for case tracking for victims of crime from victims of crime from 2005 onwards2005 onwards

Digitallysigneddocumentation

Scale of Integration Scale of Integration ChangeChange

In the core Criminal Justice Organisation alone, for In the core Criminal Justice Organisation alone, for example, there are 2099 police stations, 150 Crown example, there are 2099 police stations, 150 Crown Prosecution Service Offices, 414 Magistrates Court Prosecution Service Offices, 414 Magistrates Court

Houses, 90 Crown Court Centres, 136 Custodial Houses, 90 Crown Court Centres, 136 Custodial Institutions, 948 Probation Offices and 155 Youth Institutions, 948 Probation Offices and 155 Youth

Offending Teams.Offending Teams.

Many organisations involved:Many organisations involved:many decisions both informal and formalmany decisions both informal and formal

OthersOthers OthersOthers

Home OfficeHome Office

OthersOthers OthersOthers

CPSCPS LCDLCD

MagistratesCourts

Probation

PoliceYouth

OffendingTeams

CourtService

Prisons

Core Programme

““Visibility, Insight, & Visibility, Insight, &

Control”Control”

Managing Projects Managing Projects

Managing Programmes

Managing Programmes

Projects

Sub-Programs

Investment, resources & Prioritisation

Investment, resources & Prioritisation

Alignment With Business Objectives

Alignment With Business Objectives

Overall ProgrammeOverall Programme

BusinessBenefits

BusinessBenefits

Raise the visibility & understanding of projects

Business drivenBusiness drivenStrategic focusStrategic focus

Collaboration & Communication

‘M

anag

ing

by F

acts

’

Key ControlsKey Controls

Project Server

Managers &Stakeholders

Project Planners

CJITDashboard

Project WebAccess

DesktopMS Project 2002

ProjectManagers

&WorkstreamManagers

Project Web AccessProject Web Access

Functionality Extended for RisksFunctionality Extended for Risks Added for Issues, Changes and Added for Issues, Changes and

DocumentsDocuments One source of data – many usesOne source of data – many uses

Dashboard Milestone Dashboard Milestone ManagementManagement

Monitor Monitor deliverable deliverable statusstatus

View key View key milestones milestones at different at different levelslevels

Drill down Drill down into problem into problem areasareas

Milestone & Task TrackingMilestone & Task Tracking Track milestone by Track milestone by

type type e.g. “customer e.g. “customer delivered”, OGC gateway delivered”, OGC gateway review, supplier referencereview, supplier reference

Monitor & measure Monitor & measure deliverydelivery

Understand trendsUnderstand trends

Task Completion Per Month

0102030405060708090

Mon

th n

Mon

th 4

Mon

th 3

Mon

th 2

Mon

th 1

Mon

th 0

Mon

th +

1

Mon

th +

2

Mon

th +

3

Time

No

. Tas

ks Tasks Completed(cum)

Baseline Tasks(Cum)

Milestone Performance

0%

10%20%

30%

40%50%

60%

70%

80%90%

100%

Month n Month 2 Month 1 Thismonth

% o

f m

ilest

on

es

Finish Var = 0

Finish Var between 0 & 2weeksFinish Var > 2weeks

Risk Management & AnalysisRisk Management & Analysis

Monitor risk mitigation & Monitor risk mitigation & trendstrends

Drill down to understand Drill down to understand the detailsthe details

Focus on key ones for Focus on key ones for management attentionmanagement attention

Probability

Very High (5)High (4)Medium (3)Low (2)Very Low (1)

54321

Very Low (1)

108642

Low (2)

1512963

Medium (3)

20161284

High (4)

252015105Very High

(5)

Impact

Probability

Very High (5)High (4)Medium (3)Low (2)Very Low (1)

54321

Very Low (1)

108642

Low (2)

1512963

Medium (3)

20161284

High (4)

252015105Very High

(5)

Impact

Issues ManagementIssues Management Identify problem areasIdentify problem areas Monitor problem Monitor problem

resolutionresolution Assess resolution Assess resolution

performanceperformance

Issue Age Analysis

05

10152025303540

Mon

th

Mon

th n

Mon

th 4

Mon

th 3

Mon

th 2

Mon

th 1

Mon

th 0

Time

No

Iss

ues Open Issues

>2weeks

Open Issues <= 2Weeks

SummarySummary

1. Use the power of ‘facts’ to drive Programme decision making (real metrics supporting the real results)

2. Get the same set of ‘facts’ to the delivery teams and key decision makers using a focused, experienced team (enterprise programme office)

3. Use the tools to provide visibility of the information, re-inforce process & highlight gaps at programme and project level

Projects

Sub-Programs

Overall ProgrammeOverall Programme

BusinessBenefits

BusinessBenefits

Collaboration & Communication

Tracking and Updating with Tracking and Updating with Project 2002 & PWAProject 2002 & PWA

David HansDavid Hans

PcubedPcubed

IntroductionIntroduction

Prerequisites for Tracking (5 mins)Prerequisites for Tracking (5 mins) Scenarios & Best Practice (5 mins)Scenarios & Best Practice (5 mins) Usability Issues (10 mins)Usability Issues (10 mins) Questions?Questions?

PrerequisitesPrerequisitesTracking & UpdatingTracking & Updating

Consistent Planning StandardsConsistent Planning Standards Resources assignedResources assigned Dependences appliedDependences applied Constraints minimizedConstraints minimized Task types agreedTask types agreed

PrerequisitesPrerequisites

Reporting guidelines and ProcessesReporting guidelines and Processes

Time Period for actual information updateTime Period for actual information update

Method of reporting progressMethod of reporting progress %complete%complete actual work and work remainingactual work and work remaining % complete and work remaining% complete and work remaining

Best PracticeBest Practice1) Resources

SubmitUpdates Via PWA

3) PM AppliesUpdate toPlan

5) PM ReviewsPlan against

Baseline4) PM Takes

Note ofScheduling

Errors

6) RescheduleActivities andAssignments

2) PM ChecksUpdates

Usability IssuesUsability Issues

Delegation of ownership Delegation of ownership What happens if Jo(e) Bloggs is on What happens if Jo(e) Bloggs is on

vacation?vacation?

Non project time TrackingNon project time Tracking Bucket TasksBucket Tasks

Matrix OrganisationsMatrix Organisations Management vs Project viewManagement vs Project view

Multiple Resource CalendarsMultiple Resource Calendars

SummarySummary

Tracking and Updating using PWA is Tracking and Updating using PWA is highly valuable for dispersed teamshighly valuable for dispersed teams

Time Saving potentialTime Saving potential Requires implementation of good Requires implementation of good

planning and processesplanning and processes Requires good understanding of Requires good understanding of

scheduling engines by the PMscheduling engines by the PM

Questions?Questions?

Jo HandleyJo Handley

Microsoft Account SE Microsoft Account SE Project Specialist Project Specialist

Project ResourcesProject Resources

UK Microsoft Project SiteUK Microsoft Project Sitewww.www.microsoftmicrosoft.com/office/project/default.asp.com/office/project/default.asp

60-day Evaluation Kit60-day Evaluation Kitwww.www.microsoftmicrosoft.com/office/project/evaluation/trial.asp.com/office/project/evaluation/trial.asp

TechNet IT Professional ResourcesTechNet IT Professional Resourceswww.www.microsoftmicrosoft.com/.com/technettechnet//treeviewtreeview/default.asp?/default.asp?urlurl=/=/technettechnet//prodtechnolprodtechnol/project/Default.asp/project/Default.asp

Project 2002 Resource KitProject 2002 Resource Kitwww.www.microsoftmicrosoft.com/.com/technettechnet//treeviewtreeview/default.asp?/default.asp?urlurl=/=/technettechnet//prodtechnolprodtechnol/project/project2002//project/project2002/reskitreskit/default.asp?frame=true/default.asp?frame=true

MSDN Developer ResourcesMSDN Developer Resourceshttp://http://msdnmsdn..microsoftmicrosoft.com/library/default.asp?.com/library/default.asp?urlurl=/=/nhpnhp/default.asp?/default.asp?contentidcontentid=28000445=28000445  

Project 2002 Software Development KitProject 2002 Software Development Kithttp://http://msdnmsdn..microsoftmicrosoft.com/library/default.asp?.com/library/default.asp?urlurl=/library/en-us/=/library/en-us/pdrpdr//PDRPDR_Overview_3338.asp?frame=true_Overview_3338.asp?frame=true

Project Resources Con’tProject Resources Con’t Project DownloadsProject Downloads MSDN: MSDN: http://http://msdnmsdn..microsoftmicrosoft

.com/downloads/default.asp?.com/downloads/default.asp?urlurl=/downloads/topic.asp?URL=/MSDN-FILES/028/000/=/downloads/topic.asp?URL=/MSDN-FILES/028/000/433/topic.xml&frame=true433/topic.xml&frame=true

Download Centre: Download Centre: http://office.http://office.microsoftmicrosoft.com/downloads/default..com/downloads/default.aspxaspx?Product=Project&Version=95|97|98|2000|2002&Ty?Product=Project&Version=95|97|98|2000|2002&Type=Update|Converter|Add-In|Assistant|Stationery|pe=Update|Converter|Add-In|Assistant|Stationery|Document|Viewer|Template|Anti-Virus|UpdatesDocument|Viewer|Template|Anti-Virus|Updates

Project Templates (Template Gallery)Project Templates (Template Gallery)http://search.http://search.officeupdateofficeupdate..microsoftmicrosoft.com/.com/TemplateGalleryTemplateGallery/ct137.asp/ct137.asp  

Project Support Project Support Office Support Pages: Office Support Pages:

www.microsoft.com/office/project/support/default.awww.microsoft.com/office/project/support/default.aspsp

Microsoft UK Help and Support: Microsoft UK Help and Support: http://support.http://support.microsoftmicrosoft.com/default..com/default.aspxaspx??LNLN=EN-GB=EN-GB

Project Resources Con’tProject Resources Con’t

Office Community Newsgroups (including Project)Office Community Newsgroups (including Project)

http://communities.microsoft.com/newsgroups/http://communities.microsoft.com/newsgroups/default.asp?default.asp?icp=Prod_Office&sLCID=US&newsgroup=microsoft.icp=Prod_Office&sLCID=US&newsgroup=microsoft.public.projectpublic.project

   Case Studies:Case Studies:

UK: www.microsoft.com/uk/casestudies/UK: www.microsoft.com/uk/casestudies/

US: www.microsoft.com/resources/casestudies/US: www.microsoft.com/resources/casestudies/

   MS Press (Books):MS Press (Books):

www.microsoft.com/uk/mspress/subjects/www.microsoft.com/uk/mspress/subjects/subjectaj_p1.htmsubjectaj_p1.htm

Press Centre (Press Releases)Press Centre (Press Releases)

www.microsoft.com/uk/press/www.microsoft.com/uk/press/

Project Resources Con’tProject Resources Con’t

Partner Marketing ResourcesPartner Marketing Resources

www.microsoft.com/uk/partner/directdrive/102/www.microsoft.com/uk/partner/directdrive/102/marketplace.aspmarketplace.asp

   Hands-on LabsHands-on Labs

www.microsoft.com/uk/skills/handsonlabs/www.microsoft.com/uk/skills/handsonlabs/default.aspdefault.asp

   Microsoft Project User GroupMicrosoft Project User Group

www.mpug.org/se-england/seedefault.htmwww.mpug.org/se-england/seedefault.htm

Keeping YourKeeping YourMicrosoft Project ScheduleMicrosoft Project ScheduleCurrentCurrent

Bob Walker,Bob Walker,

MPUGMPUG

South East England ChapterSouth East England Chapter

Table of ContentsTable of Contents

1.1. Why Keep Your Schedule Current?Why Keep Your Schedule Current?2.2. My Schedule Is The Way It Is - Because It My Schedule Is The Way It Is - Because It

Got That WayGot That Way3.3. Tonight’s FocusTonight’s Focus4.4. Ways That Schedules are BuiltWays That Schedules are Built5.5. The Project Network DiagramThe Project Network Diagram6.6. Actuals Update ProcessActuals Update Process7.7. Task TypesTask Types8.8. Duration UpdateDuration Update9.9. Work UpdateWork Update10.10. Updating the Time and Cost BaselineUpdating the Time and Cost Baseline

Why Keep Your Schedule Why Keep Your Schedule Current?Current? Appropriate reaction to time or cost schedule Appropriate reaction to time or cost schedule

variance. variance. Minimize unacceptable negative variance.Minimize unacceptable negative variance. Maximize positive variance.Maximize positive variance.

Fact based schedule status communicated to Fact based schedule status communicated to stakeholders.stakeholders.

Accurate analysis of requested change.Accurate analysis of requested change. Change impacts compared to the current baseline.Change impacts compared to the current baseline.

Efficient forecast & deployment of resources.Efficient forecast & deployment of resources. Based on an accurate schedule.Based on an accurate schedule.

Your performance appraisal. Your performance appraisal. Team (including PM) accountable to the current agreed Team (including PM) accountable to the current agreed

baseline.baseline.

My Schedule Is The Way It Is - My Schedule Is The Way It Is - Because It Got That Way.Because It Got That Way.

Approved Changes not modeled.Approved Changes not modeled.

Work results (actuals) not posted.Work results (actuals) not posted.

Resource replacements not applied.Resource replacements not applied.

Resource details not changed.Resource details not changed.

Planning Detail not added.Planning Detail not added.

Holidays not addedHolidays not added

Invalid baseline.Invalid baseline.

Tonight’s FocusTonight’s Focus

Applying Actuals – Start, Finish, Completed, Applying Actuals – Start, Finish, Completed, Remaining.Remaining. Duration based.Duration based. Effort based.Effort based. Tracking commandTracking command Tracking toolbarTracking toolbar

Updating the Baseline.Updating the Baseline. New materialNew material Sizable negative variance.Sizable negative variance.

Ways That Schedules Are Ways That Schedules Are BuiltBuilt1.1. Constraint based schedule – no Network Diagram, Constraint based schedule – no Network Diagram,

manually entered dates.manually entered dates.((not recommendednot recommended).).

2.2. Network Diagram only – no assignments, duration Network Diagram only – no assignments, duration estimates.estimates.

3.3. Network Diagram with contacts – no assignments, Network Diagram with contacts – no assignments, duration estimates.duration estimates.

4.4. Network Diagram with resources - work estimates & Network Diagram with resources - work estimates & resources balanced.resources balanced.

(tonight’s presentation)(tonight’s presentation)

5.5. Organizational – #4 plus resources balanced across Organizational – #4 plus resources balanced across a portfolio of projects.a portfolio of projects.

Actuals Update ProcessActuals Update Process

1.1. Define & publish the update schedule & the update Define & publish the update schedule & the update process.process.

2.2. Collect task progress from last update date to current Collect task progress from last update date to current update date.update date.

3.3. Enter the update date (if using the Tracking toolbar.)Enter the update date (if using the Tracking toolbar.)

4.4. Update those tasks that are on-schedule.Update those tasks that are on-schedule.

5.5. Update those tasks that have schedule variance.Update those tasks that have schedule variance.

6.6. Reschedule all past work not completed.Reschedule all past work not completed.

7.7. Apply estimate revisions and approved plan changes.Apply estimate revisions and approved plan changes.

Actuals Update Process Actuals Update Process (Continued)(Continued)

Don’t use % complete – 25%, 50%, 75%, …Don’t use % complete – 25%, 50%, 75%, …

Do track what’s finished and estimate the Do track what’s finished and estimate the remaining:remaining: Actual Start (enter if different from Scheduled Start)Actual Start (enter if different from Scheduled Start) Actual Finish (enter if different from Scheduled Finish)Actual Finish (enter if different from Scheduled Finish) Actual Duration (or Work) completedActual Duration (or Work) completed Remaining Work (or Duration)Remaining Work (or Duration)

Completed duration or work drives completed Completed duration or work drives completed cost.cost.

Remaining duration or work drives future Remaining duration or work drives future schedule variance.schedule variance.

Task types and behaviourTask types and behaviour

Fixed Fixed DurationDuration

Fixed Fixed WorkWork

Fixed Fixed UnitsUnits

DurationDuration WorkWork UnitsUnits WorkWork

WorkWork UnitsUnits DurationDuration DurationDuration

UnitsUnits WorkWork DurationDuration DurationDuration

Duration Update – Tracking Duration Update – Tracking CommandCommand

Updating a task that is on schedule:Updating a task that is on schedule: Select the task.Select the task. Open the Tools menu, select tracking, select Update Open the Tools menu, select tracking, select Update

Project.Project. Turn on the Selected tasks button.Turn on the Selected tasks button. Select the update date (Update work as complete Select the update date (Update work as complete

through… dropdown)through… dropdown) Click OKClick OK

Updating a task that is not on schedule.Updating a task that is not on schedule. Select the task.Select the task. Open the Tools menu, select tracking, select Update Open the Tools menu, select tracking, select Update

Tasks.Tasks. Enter the Actual dur:value (time span – not work).Enter the Actual dur:value (time span – not work). Enter the Remaining dur: estimate (again time span)Enter the Remaining dur: estimate (again time span) Click OK.Click OK.

Duration Update – Tracking Duration Update – Tracking CommandCommand(continued)(continued)

Reschedule remaining work – uncompleted Reschedule remaining work – uncompleted work must be rescheduled beyond the Update work must be rescheduled beyond the Update date.date. Select the task.Select the task. Open the Tools menu, select tracking, select Update Open the Tools menu, select tracking, select Update

Project.Project. Turn on the Selected tasks button.Turn on the Selected tasks button. Select the reschedule date (Reschedule dropdown).Select the reschedule date (Reschedule dropdown). Select the Rescheduled uncompleted work to start Select the Rescheduled uncompleted work to start

after: radio button.after: radio button. Click OKClick OK

Duration Update – Tracking Duration Update – Tracking ToolbarToolbar

Activate the Tracking toolbarActivate the Tracking toolbar

Define the Update date in the Current date field in Define the Update date in the Current date field in the Project Information dialog box (Project the Project Information dialog box (Project menu).menu). Project assumes 5:00 PMProject assumes 5:00 PM

Use the Update as scheduled button for tasks on Use the Update as scheduled button for tasks on schedule.schedule. Select the task.Select the task. Click on the Update as Scheduled button on the Click on the Update as Scheduled button on the

Tracking toolbar.Tracking toolbar.

Updating a task that is not on schedule.Updating a task that is not on schedule. Click on the Update tasks button.Click on the Update tasks button. Enter data as before (above).Enter data as before (above).

Duration Update – Tracking Duration Update – Tracking ToolbarToolbar(Continued)(Continued)

Reschedule remaining work – uncompleted Reschedule remaining work – uncompleted work must be rescheduled beyond the Update work must be rescheduled beyond the Update date.date. Define the update date (Project Information dialog Define the update date (Project Information dialog

box, Current date field).box, Current date field). Select the task.Select the task. Click on the Update Tasks button on the Tracking Click on the Update Tasks button on the Tracking

toolbar.toolbar. Select the Reschedule Work button on the Tracking Select the Reschedule Work button on the Tracking

toolbar.toolbar.

Work UpdateWork Update

Use the Task Usage view or the Resource Usage Use the Task Usage view or the Resource Usage view.view.

Add & color code the Actual Work row in the Add & color code the Actual Work row in the timescale.timescale.

Set the Current date value (update date) as Set the Current date value (update date) as before.before.

Add the Remaining Work column to the table.Add the Remaining Work column to the table.

Enter hours worked day by day in assignment Enter hours worked day by day in assignment row.row.

Revise the Remaining Work value in the Revise the Remaining Work value in the assignment row.assignment row.

Reschedule remaining work as before.Reschedule remaining work as before.

Updating the Time & Cost Updating the Time & Cost BaselineBaseline

Analyze which tasks to re-baseline.Analyze which tasks to re-baseline.

Analyze which summary tasks to re-baseline.Analyze which summary tasks to re-baseline.

Select those tasks and summary rows.Select those tasks and summary rows.

Open the Tools menu.Open the Tools menu.

Click Tracking & then Save baseline.Click Tracking & then Save baseline.

Turn on the Selected tasks radio button.Turn on the Selected tasks radio button.

Click OK.Click OK.

South East EnglandSouth East England